VOLUNTEERS should play a greater role in managing their communities said a rising star of local politics in his speech in the maiden adjournment debate at Thurrock Council.
Speaking at last week’s full Council meeting, Clllr Phil Anderson, (right) whose grasp of council business and oratory in the chamber has been widely acclaimed since his election in May, called on the authority to set a lead in utilising volunters.
Cllr Anderson said: “While many generous words have been said about the faith, community, and voluntary sector here in Thurrock, in reality the Council has largely treated the services they provide as an ‘optional extra’.
“A nice additional benefit to the community, but not central to our core priorities. We have heard tonight how deep and painful cuts are now unavoidable to help tackle the out-of-control national debt. Under these circumstances, community, voluntary, and faith groups must surely expect to be first for the chop.
“I would like to propose a radically different approach. Rather than seeing these groups as an unaffordable luxury, we must start to recognise them as essential building blocks for a thriving community.
“I believe that voluntary, faith, and community groups are ready to rise to the challenge because they have three strengths that neither the public nor private sector possess.
“Firstly, these groups can deliver fantastic value for money. Nationally, for every pound of government money they receive, faith, community, and voluntary groups add a further two pounds themselves. This is in addition to the vast amount of time and skills provided by volunteers. This makes them several times more ‘efficient’ at using resources than either the public or private sectors.
“Second, they are a proven source of innovation. Two examples are the transformation of youth services in Kent and the ending of homelessness in Southport, both using innovative approaches pioneered by local Christian faith groups. The answers to today’s social challenges are more likely to come from a new generation of ‘social entrepreneurs’ than from top-down policies.
“Thirdly, they have a deep commitment to the local community. Public sector initiatives tend to come and go with political fashion, and the private sector are only there for as long as they win the contract. But community, voluntary, and faith groups are in it for the long haul (in some cases over 800 years). This allows them to develop strong relationships of trust and a deep understanding of local needs.”
“To fully take advantage of these strengths, we must start seeing Council services in a completely new light. The core of the Council will need to be trimmed back to doing just those things which are its unavoidable legal responsibility and cannot be delegated or transferred. Every other service should be renewed or re-imagined on a ‘community first’ model of delivery. The presumption must move away from ‘the council will do it’ and towards ‘the council will resource and support the community to do it’. There are 3 steps which need to be taken to make this vision a reality:
1) Recognise that the distinctive character of voluntary, faith, and community groups is a strength, not a weakness. State imposed political correctness has created a deep loss of trust, especially for faith groups whose beliefs and ethos are an inseparable part of their identity. We have to recognise that diversity is about valuing these groups for what they are, not expecting them all to think and act like a council department.
2) Change our approach to commissioning public services. Everything that the council does must start with a presumption that it can and should be delivered by faith, community, or voluntary groups. We must move away from large, complex contracts which kill any chance of localism or innovation. If a local group want to clean their own streets, maintain their own park, or care for their elderly neighbours (and benefit financially in the process), why shouldn’t they be allowed to do so?
3) Transform the nature of support that we offer to community, voluntary, and faith groups. Thurrock is fortunate to have some excellent and very committed people working in this area. They are hampered by a ridiculously complex structure of organisations, a constant need to fight for funding, and an approach to measuring their performance which looks at reports written, glossy brochures produced, and events run, rather than results achieved. The voluntary, faith, and community sector will thrive when the support we offer looks less like a quango and more like ‘dragons den’; backing ideas based on their potential to deliver great value, innovative local services.
“The choices we make now will define the character of Thurrock for the next decade. If we cling to the old model of centralised provision, the future has little to offer us but cutbacks and decline. But if we are brave enough to embrace the potential that is around us, history may look back and see this as the moment when the renewal of our communities began.”